Dover’s future depends on a strong, diverse business community. I believe local government should be an active partner—removing friction, marketing Dover’s advantages, and growing a skilled local workforce. That’s how we keep our city affordable, dynamic, and resilient.
Where Dover Stands
Dover’s unemployment rate has hovered near 2–3%—a sign of strength but also a warning: employers struggle to find talent, which can slow growth. New Hampshire remains a low-unemployment state (about 3.0% in August 2025), so Dover competes for workers not just locally but across the region.
NH business leaders consistently name workforce and housing as top constraints. Surveys show broad concern that housing costs make it harder to recruit and retain employees—especially in high-demand fields.
Dover maintains an Office of Business Development as a one-stop partner for expansions and relocations, and has designated Economic Revitalization Zones (ERZs) to catalyze investment and job creation. These are real platforms we can scale.
Dover’s estimated 2023 median household income is about $97,700, with major local industries including manufacturing, health care, and education—sectors that benefit directly from steady pipelines of trained workers and predictable permitting.
Policies I Support
1) A true “business advocate” City Hall.
City government should actively recruit and retain employers—targeting growth clusters like advanced manufacturing, tech/cyber, health services, and green industry. The City’s Business Development office should be empowered as a concierge: single point of contact, white-glove navigation, and help accessing incentives or state/federal programs.
2) Smarter zoning and land-use tweaks.
Continue modernizing zoning to unlock appropriate commercial sites and mixed-use opportunities, using data-driven updates rather than piecemeal exceptions. Dover has a long history of strategic rezoning; we should revisit high-potential corridors, unoccupied properties, and under-utilized parcels with today’s needs in mind.
3) Visible, proactive city marketing.
Tell Dover’s story—talent, quality of life, transit access, and a collaborative civic culture—through coordinated outreach with the Greater Dover Chamber of Commerce, regional partners, and targeted trade shows. If we want great employers, we must invite them—loudly and professionally.
4) A workforce strategy tied to real jobs.
Forge tighter pipelines with local schools, regional training providers, and UNH for internships, apprenticeships, and short-course upskilling (automation, cybersecurity, advanced manufacturing, health tech). Use small, high-ROI grants or cost-shares to help employers train and retain local workers. Track placements and retention so we invest where outcomes are strongest.
5) Housing as economic infrastructure.
Support pragmatic housing policies so workers can actually live here; housing scarcity is now a top business issue in New Hampshire. Dover can’t control every lever, but we can coordinate land-use, infrastructure, and incentives so new homes—especially workforce-attainable—arrive at the pace our economy needs.
6) Radical transparency on results.
Set and publish results: net new jobs, average permit turnaround, number of business expansions, training seats filled and completed, and ERZ-linked capital investment. Celebrate wins; fix bottlenecks; repeat.
Why this matters
A thriving business climate is about more than revenue. It’s how we keep Dover affordable for families and seniors, create opportunities for young people, and fund the services that make this city special. If we pair smarter policies with an authentic pro-growth mindset, Dover can be the Seacoast’s most welcoming place to start, expand, and hire.
That’s the business climate I believe in—and it’s the one I’ll work to deliver
